Renewal towards strategic agility in a public organization: Case Tekes

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dc.contributor Aalto-yliopisto fi
dc.contributor Aalto University en
dc.contributor.author Hoikkala, Tia
dc.date.accessioned 2016-06-14T06:01:02Z
dc.date.available 2016-06-14T06:01:02Z
dc.date.issued 2015
dc.identifier.uri https://aaltodoc.aalto.fi/handle/123456789/20680
dc.description.abstract Objectives The objective of this study is to examine how a public innovation funding organization Tekes renews itself. More specifically how it is able to renew itself same pace or even faster than its customers in pursuance of creating positive impact to the Finnish business life, which is going through disruptive changes. Interest was also focused if the organization is able to benefit from its position as a public sector organization but near customer interface, which consists of innovative, growing companies, research institutions and other public organizations. Additionally was examined if Tekes as a public organization is able to use practices from private sector companies to its own benefit in renewal. Methods Research represented a single qualitative case study. Main data collection method was interviews. Altogether 16 interviews were conducted. of which twelve (12) inside Tekes, two customers of Tekes and two partners of Tekes. Other sources were documents of the organization and observations. Empirical data was collected with inductive approach as exploratory study. Data and theory were revised alternating deriving the final analysis and conclusions to the study. Through the interplay between empirical data and theories was found a framework of strategic agility, which was used to elaborate the empirical data. Findings To renew itself, Tekes is using its unique position between companies and public administration as well as the practices of e.g. strategic agility from the private companies in high-velocity industries. In addition to these, the whole top management has taken the strategic agility goal to themselves and open- mindedly take forward experiments, practices to support agility and act as examples of the culture they want to create in the organization. Especially decentralized decision making has had huge impact on for example the dynamics of top management, speed of actions, ability to take responsibility and start experiments. Also some practices related to the top management concerning strategic agility has been implemented through the organization. In this way Tekes is building capabilities across organization, which help to prepare for the future needs and keep Tekes in the cutting edge knowledge. en
dc.format.extent 148
dc.format.mimetype application/pdf en
dc.language.iso en en
dc.title Renewal towards strategic agility in a public organization: Case Tekes en
dc.type G2 Pro gradu, diplomityö fi
dc.contributor.school Kauppakorkeakoulu fi
dc.contributor.school School of Business en
dc.contributor.department Johtamisen laitos fi
dc.contributor.department Department of Management Studies en
dc.subject.keyword public organization management
dc.subject.keyword strategic agility
dc.subject.keyword dynamic capabilities
dc.subject.keyword continuous renewal
dc.identifier.urn URN:NBN:fi:aalto-201609083390
dc.type.dcmitype text en
dc.programme.major MSc program in Management and International Business fi
dc.programme.major MSc program in Management and International Business en
dc.type.ontasot Pro gradu tutkielma fi
dc.type.ontasot Master's thesis en
dc.subject.helecon johtaminen
dc.subject.helecon management
dc.subject.helecon organisaatio
dc.subject.helecon organization
dc.subject.helecon julkinen sektori
dc.subject.helecon public sector
dc.subject.helecon strategia
dc.subject.helecon strategy
dc.subject.helecon kehitys
dc.subject.helecon development
dc.ethesisid 14355
dc.date.dateaccepted 2015-06-10
dc.location P1 I


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